The Moment Of Truth: How Does Your Staff Handle Everyday Interactions?

Those brief little interactions between your staff, you and your patients are what author Jan Carlzon called "Moments Of Truth" in a business. Here are two personal experiences that stick out in my mind:

Good: I called my dentist’s office recently to change an appointment. It was last minute and I knew I was putting them in a bind.

I expected a scolding.  But no, the receptionist who took my call was understanding, did her best to accommodate my schedule in a pleasant way and didn’t lecture me on how I’d “messed them up.”

I hung up the phone feeling appreciated as a patient and with an enhanced sense of loyalty to that dentist.

Bad: I was visiting an orthopedist for the first time. A male assistant came to the door of the reception area and called my name. Without looking up from the chart, he instructed me to follow him down the hall.

I walked behind him until we got to the exam room.  At that point, he again turned his back on me and told me to sit down. He then stuck my chart in a holder and walked out of the room.

This PA did such a good job of avoiding eye contact, I think it was practiced. The care was so impersonal in that office, I never went back.

What Is A “Moment Of Truth”

Before being a writer, Jan Carlzon was the CEO of Scandinavian Airlines System (SAS). He recognized that every interaction between his airline’s employees and its passengers — even the little ones — directly affected customer loyalty. This, in turn, affects future business and referrals.

As Carlzon explains in his book MOMENTS OF TRUTH, he and his management team turned the failing airline around by systematically identifying all the employee/customer “Moments Of Truth” that routinely occurred at SAS and then training their employees to make the best of them.

You can do the same thing in your own practice, with an equally positive impact.

Establish Standards For Staff Behavior In Your Practice

If you think about it, it's not that complicated to identify the five or six most common “moments of truth” that occur in your office everyday.

That would include events such as when a patient calls for information or to make an appointment.  Or, every time someone comes in to see you.

In each of these instances, you and your staff have the opportunity to behave in a way that will create a positive — even memorable — experience.

As the practice owner, you may be tempted to define all of these behaviors yourself. But, if you want your staff to take ownership of these new standards, they need to have input, too.

Once the standards are established, put them in writing and use role play to practice your responses.

Examples Of Staff/Patient Interactions

A patient calls your office.
NEGATIVE: The line is busy or the patient is immediately put on hold. POSITIVE: The phone is answered within three rings by a friendly voice. MEMORABLE: The receptionist answers within 3 rings in a friendly tone and makes it clear to the caller that she is there to serve him.

A patient enters the front desk reception area.
NEGATIVE: The patient is all but ignored by the receptionist while she is talking to another employee.
POSITIVE: The receptionist greets the patent promptly and courteously. MEMORABLE: The receptionist smiles, makes direct eye contact and greets the patient by name.

A patient waits in the exam room.
NEGATIVE: No estimate is given as to how long the patient should expect to wait.
POSITIVE: Staff members update the patient on the doctor’s availability. MEMORABLE: The doctor is on time!

A patient sees the doctor.
NEGATIVE: The doctor fails to introduce himself and focuses on the chart without expressing some level of personal interest in the patient.
POSITIVE: The doctor greets the patient and makes eye contact.
MEMORABLE: The doctor sits while speaking to the patient, listens to his or her questions without interrupting and directly addresses his or her concerns.

What Are Your Goals?

First, it's your responsibility as the practice owner to set, and then model, the standards for staff behavior.

Once that is done, the objective should be for you and your staff to handle each patient in a way that makes them feel you value them as a person and appreciate their business.

It's not that difficult to do.  And when you put in the effort everyday, it soon becomes a habit that will pay big dividends and make practicing optometry much more enjoyable.

Regards,
Jerry

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Disclaimer: The information and opinions contained on this site are for discussion purposes only and are NOT intended to serve as legal, accounting or investment advice. ©2009 Jerry Hayes, OD. Not to be reproduced without written permission of the author.